Dictionary.com announced the word “complicit” as its 2017 word of the year. Defined as “choosing to be involved in an illegal or questionable act, especially with others; having partnership or involvement in wrongdoing.”

This year has been filled with stories of unethical, unsavory or plain old stupid behavior by individuals in business, entertainment, sports and government. Sexual harassment, fraud, hacking cover-ups — the list, unfortunately, goes on. We ask ourselves, how did the people in positions of power determine they could cross the line? How could they have such disrespect for others? But even as we understandably hold them responsible, it’s important to note that these acts did not happen in a vacuum.

I have yet to see a story come out that claims only the victim and the perpetrator ever knew about a sexual harassment incident or knew about similar ones. Often, it is an open secret or an acceptable/tolerated practice. And everyone who knew and didn’t do anything about it was complicit. These cultures aren’t just the way they are because of the perpetrator — or because the leader didn’t act to prevent it. They happened because other people did not step up to say definitively “no.”

Why Bystanders Don’t Act

In March 1964, a young woman named Kitty Genovese was stabbed outside her New York apartment. Despite her cries for help — which several neighbors heard — no one called the police until at least 30 minutes later, after the attacker returned for his final attack. Psychologists label the lack of willingness of the neighbors to get involved the bystander effect. The presence of others distributes responsibility — surely someone else is calling the police, so there’s no need for me to, the thinking goes. By taking social cues from others, if they don’t react, we don’t either.

Passive bystanders are complicit, but it’s not always because of apathy. A lack of action could be from fear — of being viewed as a troublemaker, of not being believed, of overreacting or of retribution — in physical, financial and reputational terms.

Sometimes bystanders don’t act because they are caught unaware and don’t know what to do. Someone at a work lunch makes an off-color joke. What do you do? What if a co-worker is visibly uncomfortable? What if no one seems uncomfortable? What if the person making the joke is your direct report? What if it’s your boss?

Passive bystanders don’t act because they find it hard to do something … anything.

As we’re seeing every day, unethical behavior can only go unchecked for so long. But even as the offender is (sometimes) cast out, the culture that allowed the behavior is still left behind, and without action, damage continues. As a business leader, if your organization is affected by unsavory or unethical behavior, it can only be addressed when you and your employees become active in calling that behavior out. While leaders must take a very visible role — one that encourages conscious leadership and recognizes and discourages unconscious bias — you can’t do it alone. You can’t know every action that occurs in all areas of your business, but you can help create an environment where people come forward when they see something wrong, and for that, you need to encourage the active bystander.

The Active Bystander Difference

Are people who speak up more courageous than others? Are they more powerful? How can we encourage more bystanders to be active, to get involved? Studies on bystanders indicate that active ones have these attributes:

• They rely on their own instincts to react, versus waiting for social cues from others.

• They have a heightened concern for the welfare of others.

• They have greater feelings of social responsibility.

• They have a commitment to moral values.

• They have the tools and are primed to respond.

Although these attributes can be inherent, they can also be encouraged and reinforced in a culture. An encouraging example of this occurs in Finland, where an effort to decrease bullying in schools focuses on bystander involvement.

To encourage bystanders, in a school or a business, leaders must model integrity and create a safe space where everyone in the community knows they are expected to stand up to anyone and to call out inappropriate behavior. As this happens, complicit behavior will decrease and the organization and its people become stronger and more cohesive.